Organisational Change

Organisational change is a multidimensional phenomenon (Pundziene, 2004, p163). So what is organisational change? Pundziene states that it is the transition of the individuals or groups from one state to another in a complex, constantly changing, and open social system (2004, p165). Burke states that there are two definitive types of organisational change. These are evolutionary and revolutionary (2008, p21). These types of change differ significantly, as evolutionary is ‘a gradual continuous process of change’ in contrast to revolutionary which is ‘a sudden event’ (Burke, 2008, p21). Revolutionary change requires ‘initial activity that calls attention to the clear need modifications, due to changes that have occurred’ (Burke, 2008, p21). Evolutionary change in contrast requires improvement measures in ‘how a product is designed, delivered, or how its quality is measured/upgraded’ (Burke, 2008, p21). Whilst Mullins agrees with these definitions he also take account of the fact that an issue of high performance companies is evolutionary VS revolutionary change (2005, p912). Stating that although it is essential to ‘recognise that radical change is sometimes necessary to push through measure with urgency’, companies are often vigilant, but deliberate innovators, and ‘balance the need for continuous change against the needs to conserve core values’ (Mullins, 2005, p912).

Huber and Glick display this diagram showing where evolutionary and revolutionary changes lie in models of change within organisations and industries. (1993, p72).

Change originates sometimes as part of a ‘natural process of aging’ within an organisation, such as; change of the organisations goals, culture or philosophy, change in equipment, techniques or sequencing of activities, change of administrative or communications procedures, or changes in specific personnel or staffing levels (Huber and Glick, 1993, p223). However much of this change can be managed through careful planning (Mullins, 2005, p909). However other changes can be due to external forces (Mullins, 2005, p909) or a shift in external environments (Burke, 2008, p22). Examples of this may be the likes of; uncertain economic conditions, globalisation, government intervention, political interests competition, or development of technology or information, diversification or potential threats or opportunities (Mullins, 2005, p909) and (Hughes, 2010, p60). All, one, or a selection of these factors may induce change within an organisation.

However when change does occur there may be some resistance or problems in implementation of the said change. This may also come in two forms. Firstly individual resistance may be received in the face due to ‘reluctance to change habit, selective perception, inconvenience or loss of freedom, economic implications, personal security, or simply fear of the unknown’ (Mullins, 2005, p913). The second form is, organisational resistance; this may be the result of; reluctance to change organisational culture, maintaining stability, investment in resources, past contracts or agreements, or threats to power or influence’ (Mullins,2005, p914).

Despite these potential resistances, there are some ways that organisations can minimise the problems of change. It is important to crate trust and shared commitment when change is occurring, involving staff in discussions and actions that may affect them. This should occur as soon as possible, as this will give a better chance of a cooperative spirit among staff as they will feel involved, resulting in a greater willingness to accept the chance. There should also be the production of a ‘personnel management action programme’ that will highlight all of the change and it implementations. During changes to organisations the balance of the socio-technical systems must be kept in balance. Lastly close attention should be given to job design, methods of work and relationships between the nature and content of jobs and their task functions (Mullins, 2005, p920). Providing that all of these points are taken into consideration, change within an organisation may well be very successful.

A good example of internal organisational change can be found in the John Lewis Christmas adverts. In 2010 the advert it showed generic people that were relatively unrelated wrapping gifts. However in the 2011 advert it showed a young boy who seems to be excited about Christmas for his personal benefits, however it concludes that he is most excited about the gift that he has got for his parents. This is an internal change in the views of John Lewis, shifting from targeting the general public, to mainly targeting families.

2010:

2011:



References

Burke, W W. (2008) Organisation Chance; Theory and Practise. Second Edition. London: Sage Publications Ltd.

Huber, G P. Glick, W H. (1993) Organisational Change and Redesign; Ideas and Insights for Improving Performance. Oxford: Oxford University Press. 

Hughes, M. (2010) Managing Change; A Critical Perspective. Second Edition. London: CIPD.

Mullins, L J. (2005) Management and Organisational Behaviour. Seventh Edition. Harlow: Pretence Hall.

Pudziene, A. (2004) Managing Organisational Change: Insight into your Employees. Management of OrganisationsL Systematic Research. Issue 29, pp 163-172.

Youtube (2011) John Lewis Advert 2011. [online]. Accessed from:  http://www.youtube.com/watch?v=pSLOnR1s74o [Accessed: 11 December 2011].

Youtube (2010) John Lewis Advert 2010. [online]. Accessed from:  http://www.youtube.com/watch?v=mpV-xagkTDU [Accessed: 11 December 2011].